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This is the last in a series of four blog posts that provide a model you can use to help your clients make their organizations more profitable (which of course will go a long way toward your getting ongoing business from those organizations). Because not everyone may have read each of the previous three posts, here’s a brief review. We started by reporting research shared by Goleman, Boyatzis, and McKee in their book Primal Leadership. That research found that an organization’s climate, profitability, and leadership styles intertwine. Companies with emotionally positive climates (think EQ) are much more profitable than those with negative climates. Leadership style directly controls 50 – 70% of climate, which in turn controls 20 to 30% of profitability. There are a number of learnable leadership styles. To maximize leader effectiveness, leaders should match leadership style to situational needs. In posts two and three of this series, we…

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Want to help your clients make their organizations more profitable? This is the third in a series of four blog posts that provide a model for you to do just that. Thus far, we’ve examined how an organization’s climate, profitability, and leadership styles relate, as reported by Goleman, Boyatzis, and McKee, in Primal Leadership: Companies with positive climates are much more profitable than those with negative climates. Leadership style directly controls 50 – 70% of climate There are a number of learnable leadership styles To maximize leader effectiveness, match leadership style to situational needs. In our previous post, we described two of the six leadership styles discussed in Primal Leadership: Coercive (or Directive), and Visionary. We looked at: times when each of those styles can work well times when they shouldn’t be used which EQ skills support their success, and the five steps which you, as a coach, can take…

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Our most recent post explained that climate controls 20 to 30% of profitability, and that leaders control 50 to 70% of climate. The better the climate, the better the profit. As a coach, you can help leaders leverage that connection. Let’s talk about how. Basically, leaders have choices about how they lead, which in turn influences climate, though they may not realize it without your help. Many people get promoted to leadership positions because they are great students of their technical or business area, not necessarily of leadership. When they are thrust into leading, they do what comes naturally to them, typically modeling leaders they have known in their own lives, including parents, teachers, and previous bosses. As a result, they develop a default leadership style and apply it regardless of the situation they face. Directive leaders tend to be directive even when it isn’t called for. Democratic leaders tend…

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Does coaching ultimately increase profits for the organization? Research on that question is tricky. There are many, many factors that determine whether a company makes a profit. Some are under the company’s control, and others are not. That said, research cited in Primal Leadership: Realizing the Power of Emotional Intelligence (Daniel Goleman, Richard Boyatzis, and Annie McKee) presents some compelling information that suggests that coaching can have a major impact on profit. The authors reported that an organization’s emotional climate determines 20 to 30% of its profitability, i.e., companies with emotionally unpleasant climates make less money than companies with emotionally positive climates. That’s huge, given that many factors which influence profitability are outside of a company’s control. Such factors include macro-economic conditions, the actions of competitors, supply chain issues, pandemics, and so forth. But company leaders can directly impact their organization’s climate. In fact, Goleman et al found that leadership…

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